The document summarizes a presentation on change management given by Irene Roele. It discusses several topics related to managing change, including why change initiatives often fail due to poor planning and assumptions of direct control. It also covers types of change, challenges of big data for organizations, and recommended reading on change management and strategic leadership.
E dward law built to change - mgmt reset neededsvineeths
The document discusses the need for management reset in response to changing business conditions. Key drivers include technological change, globalization, workforce changes, and increasing focus on social and environmental accountability. Organizations must move from episodic to continuous change approaches to remain agile. This involves embedding change capabilities, focusing on ambidexterity over efficiency, and decentralizing decision making. A sustainable management organization treats talent well through development and rewards, is guided by shared leadership, and uses performance management to track social and environmental goals.
This document discusses four popular change management models used by organizations for IT projects: Lewin's three-stage model of unfreezing, changing, and refreezing; the McKinsey 7-S model which examines seven organizational facets; Kotter's eight-step model comprised of three phases; and the Kubler-Ross change curve which models the emotional reactions of employees to change. The models provide different approaches but generally emphasize the importance of preparing employees for changes and supporting them through the change process to ensure project success.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
This document provides strategies and approaches for managing organizational change. It discusses the types of change (incremental vs fundamental), causes of change, and effects of badly handled change. It also examines why people may resist change and strategies to reduce resistance like participation, communication, and training. Approaches to analyzing change like force field analysis and the integrated organization model are presented. The document concludes with discussing the EASIER approach to leading change which involves envisioning the change, activating and supporting others, implementing it, ensuring success, and recognizing contributions.
Role Of Change Leadership During Healthcare Excellence Journey 3Drew McCoy
The document discusses lean leadership in healthcare transformation. It emphasizes that lean must become a way of life that permeates the entire organization, not just a series of isolated events. True transformation requires addressing the emotional aspects of change and facilitating the emotional cycle that individuals experience. Leaders play a critical role in cultural transformation and must embrace lean philosophy, build accountability for improvements, and develop lean talent. The healthcare house of lean model and leadership roadmaps provide guidance on applying lean principles through different phases from learning to aligning the organization. Key lean leadership behaviors include teaching staff, respecting people, focusing on processes, understanding lean visions and principles, and supporting the change process.
This article discusses five popular models of managing organizational change: Lewin's three-step model of unfreezing, moving, and refreezing; Kotter's eight-step plan building on Lewin's model; Harris's five-phase model of planning, momentum, problems, turning point, and termination; Fullan's seven change themes of change as learning, change as a journey, problems as opportunities, resource intensity, need for management, systematic approach, and local implementation; and Greiner's six-phase model of pressure and arousal, intervention, diagnosis, invention, experimentation, and reinforcement. The models provide frameworks to ensure successful change management.
The Total Transformation Management Process (TTMP) is a comprehensive model that integrates six existing change management models into a single process for transforming organizations. [1] It incorporates concepts of working on the entire system and paying attention to the human side of change. [2] The TTMP involves six steps: evaluating need for change, defining the future state, describing the present state, planning and transitioning to the future state, managing the transition process, and using action research to monitor and improve the process. [3] Interventions occur at the individual, group, and organizational levels throughout the process.
E dward law built to change - mgmt reset neededsvineeths
The document discusses the need for management reset in response to changing business conditions. Key drivers include technological change, globalization, workforce changes, and increasing focus on social and environmental accountability. Organizations must move from episodic to continuous change approaches to remain agile. This involves embedding change capabilities, focusing on ambidexterity over efficiency, and decentralizing decision making. A sustainable management organization treats talent well through development and rewards, is guided by shared leadership, and uses performance management to track social and environmental goals.
This document discusses four popular change management models used by organizations for IT projects: Lewin's three-stage model of unfreezing, changing, and refreezing; the McKinsey 7-S model which examines seven organizational facets; Kotter's eight-step model comprised of three phases; and the Kubler-Ross change curve which models the emotional reactions of employees to change. The models provide different approaches but generally emphasize the importance of preparing employees for changes and supporting them through the change process to ensure project success.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
This document provides strategies and approaches for managing organizational change. It discusses the types of change (incremental vs fundamental), causes of change, and effects of badly handled change. It also examines why people may resist change and strategies to reduce resistance like participation, communication, and training. Approaches to analyzing change like force field analysis and the integrated organization model are presented. The document concludes with discussing the EASIER approach to leading change which involves envisioning the change, activating and supporting others, implementing it, ensuring success, and recognizing contributions.
Role Of Change Leadership During Healthcare Excellence Journey 3Drew McCoy
The document discusses lean leadership in healthcare transformation. It emphasizes that lean must become a way of life that permeates the entire organization, not just a series of isolated events. True transformation requires addressing the emotional aspects of change and facilitating the emotional cycle that individuals experience. Leaders play a critical role in cultural transformation and must embrace lean philosophy, build accountability for improvements, and develop lean talent. The healthcare house of lean model and leadership roadmaps provide guidance on applying lean principles through different phases from learning to aligning the organization. Key lean leadership behaviors include teaching staff, respecting people, focusing on processes, understanding lean visions and principles, and supporting the change process.
This article discusses five popular models of managing organizational change: Lewin's three-step model of unfreezing, moving, and refreezing; Kotter's eight-step plan building on Lewin's model; Harris's five-phase model of planning, momentum, problems, turning point, and termination; Fullan's seven change themes of change as learning, change as a journey, problems as opportunities, resource intensity, need for management, systematic approach, and local implementation; and Greiner's six-phase model of pressure and arousal, intervention, diagnosis, invention, experimentation, and reinforcement. The models provide frameworks to ensure successful change management.
The Total Transformation Management Process (TTMP) is a comprehensive model that integrates six existing change management models into a single process for transforming organizations. [1] It incorporates concepts of working on the entire system and paying attention to the human side of change. [2] The TTMP involves six steps: evaluating need for change, defining the future state, describing the present state, planning and transitioning to the future state, managing the transition process, and using action research to monitor and improve the process. [3] Interventions occur at the individual, group, and organizational levels throughout the process.
This document discusses organizational change and its management. It defines organizational change as changes that impact an entire organization, such as new systems or office moves. While upper management initiates change to benefit the organization, employees often resist change through frustration, anxiety, or fear of loss of status. To successfully manage change, it is important to understand the sources of resistance, communicate extensively with all levels of employees, and involve people in planning and implementing the change. The goals of change management are to successfully design, implement, and maintain organizational change initiatives while enhancing the organization's ongoing ability to manage change.
This document discusses resistance to change and how to manage it. It defines resistance to change as the tendency to remain unchanged when facing new ways of doing things. It then lists common reasons for resistance, such as inertia, timing, surprise, peer pressure, misunderstanding, and different assessments of the costs and benefits of change between management and employees. The document also provides examples of managing resistance through education, communication, participation, support, and negotiation. It includes quotes about forcing change and the need for continuous innovation and development in the UAE.
TOP-Change for the fifth technology revolutionLeon Dohmen
Theories and concepts concerning the best approach for organisational changes are in abundance. However, changes in organisations are still difficult and lead frequently to insufficient results. The reason for this is that almost all of the existing theories and conceptions concerning management of change have a very limited view.
This document discusses building a change-capable organization. It notes that coping with change is the top concern for CEOs and nearly 50% lack confidence in their organization's ability to manage changes. Additionally, two-thirds of organizations report being near or at a point of change saturation. The document proposes that developing change capabilities throughout an organization can help build responsiveness to change, which is a competitive advantage. It outlines PeopleFirm's strategy for building a change-capable organization based on growing resilient change capabilities, building expertise, embedding change into the culture, and tailoring the approach to each client's unique needs.
Portfolio management and agile: a look at risk and valueJohn Goodpasture
The document is a presentation about portfolio management and agile given to the PMI Central Florida Chapter. It discusses how portfolio value and risk trade-offs can be compatible with agile practices like dynamic backlogs and incremental plans. While portfolio value is planned, agile allows for emergent outcomes. The presentation addresses tensions between portfolio planning and agile emergence, and how portfolios and agile both address value and risk through diversification and frequent deliveries.
Nokia has continually adapted to changes in its environment over 150 years, beginning as a pulp and paper mill and eventually becoming a world leader in cellular telephones. A survey found that international expansion, restructuring, and employment reductions were common organizational changes occurring in the late 1980s and early 1990s across several countries. The process of organizational change involves three steps: unfreezing the current state, changing to a new state, and refreezing the changes into the new organizational system.
The document discusses managing organizational change and learning, including recognizing the need for change, diagnosing problems, selecting appropriate interventions, implementing changes through managing the transition and measuring results, and maintaining changes through establishing a learning organization and managing resistance to change. Key aspects of the change process include unfreezing old behaviors, moving to new behaviors, and refreezing the changes through reinforcement.
This document discusses frameworks for categorizing organizational change and the nature of change. It describes change as existing on a spectrum from smooth and incremental to discontinuous. Change can be planned and emergent, and organizations may go through predictable life cycle stages of growth involving crisis periods. Understanding the type and nature of change is necessary to effectively manage and implement change within an organization.
Organization development refers to planned efforts to increase organizational effectiveness through interventions that target structure, technology, and people. These interventions aim to support the organization's vision, mission and values through managed change using behavioral science. Organizational change requires addressing five elements - awareness, desire, knowledge, ability, and reinforcement (ADKAR model). Personal and work examples illustrate how successfully implementing change depends on progressing through each element of the ADKAR model in order.
The document discusses various approaches to leadership including: trait approaches that examine common traits of leaders; situational approaches that emphasize how leadership styles depend on decision-making situations; and more modern theories like transformational leadership, coaching, servant leadership, and entrepreneurial leadership. It provides insights into leadership theories and examines how the most effective leadership depends on assessing individual and situational factors.
This document discusses a study that aimed to identify the leadership behaviors that are most effective for implementing organizational change. The study found that behaviors like envisioning change, leading by example, developing others, consulting, and innovative thinking had the strongest correlations with effective change implementation. The results also indicated that leaders need to be flexible and select behaviors appropriate for their particular environment, whether it is turbulent or stable. Overall, the research emphasized that successful change management relies upon leaders communicating a clear vision and serving as a role model.
This document discusses a study that aimed to identify the most effective leadership behaviors for implementing organizational change. The study found that behaviors like envisioning change, leading by example, developing others, consulting, innovative thinking, and supporting others had the strongest correlations with effective change implementation. In contrast, behaviors like planning, monitoring, and risk-taking were among the least effective behaviors. The findings provide clarity on which specific leadership actions are most important for successfully engaging stakeholders through change initiatives.
The document outlines the activities and assignments for a course on strategic delivery of change. It includes:
- Two individual assignments focusing on changes in the student's organization and leadership.
- Two case studies on types of metaphors and the nature of change.
- Three class presentations on changes in Pakistan, force field analysis, and a failed change project.
- A final group project decided by each group regarding change management in their own organization.
- A final exam.
It provides updates on the due dates for assignments and presentations, including the final semester project presentations scheduled for January 5th and a tentative final exam date of January 12th.
This document provides an overview of change management concepts. It discusses what change is, types of change, forces of change, and what change management is. It describes Lewin's three-stage model of change - unfreezing, changing, and refreezing. It also discusses the systems approach to change management, which views change through inputs, target elements, and outputs in an organizational system. The key models and concepts around understanding and managing organizational change are presented.
This document discusses how building an organization capable of managing constant change is a top concern for CEOs. Nearly 50% of executives lack confidence in their organization's ability to adapt to changes and 50% feel their culture is not adaptive enough. While organizations are improving their ability to manage change, the speed and complexity of changes are increasing. PeopleFirm provides a proven strategy for organizations to build change capability through growing resilient change capabilities, embedding change expertise throughout the organization, focusing projects on enterprise change, and growing a change-competent workforce.
This document provides an overview of organizational change concepts from various frameworks and approaches. It discusses:
1. Key objectives in organizational change including programmatic change, developing the field of change management, and applying sensemaking frameworks.
2. The development of change management from initiatives like Kurt Lewin's work in the 1940s to modern consultants and theories.
3. Karl Weick's sensemaking framework which involves processes like identity construction, social sensemaking, and retrospection in decision making.
4. Different frameworks for understanding organizational change including scientific management, human relations, socio-technical systems theory, and contingency theory.
The document discusses managing organizational change through both planned and unplanned change, examines forces that drive change both internally and externally, and outlines Lewin's three-step change model of unfreezing, moving, and refreezing as well as various organizational development intervention methods focused on groups and individuals to facilitate change.
The document discusses trends among Polish youth based on a report from 2012. It notes that Polish youth grew up during a unique post-transformation period, with increased Western influences and a shift to post-modernity. While Polish youth have significant human capital potential, they also face challenges like prolonged youth and labor market difficulties. The document examines Polish youth's life orientations, internet usage, views on consumerism and intimacy, and their role in driving development or becoming a "lost generation." It also discusses the ACTA protests as a potential clash of generations.
The document summarizes a meeting of the National Cybersecurity Network focused on building partnerships between undergraduate cybersecurity programs, technology, big data, and evidence-based practices. The agenda included discussions on the national cybersecurity landscape, assessing priority areas, meeting regional workforce needs, and establishing industry partnerships. There were also presentations on building effective cybersecurity programs and connecting academic credit with work experience and certifications.
This document discusses organizational change and its management. It defines organizational change as changes that impact an entire organization, such as new systems or office moves. While upper management initiates change to benefit the organization, employees often resist change through frustration, anxiety, or fear of loss of status. To successfully manage change, it is important to understand the sources of resistance, communicate extensively with all levels of employees, and involve people in planning and implementing the change. The goals of change management are to successfully design, implement, and maintain organizational change initiatives while enhancing the organization's ongoing ability to manage change.
This document discusses resistance to change and how to manage it. It defines resistance to change as the tendency to remain unchanged when facing new ways of doing things. It then lists common reasons for resistance, such as inertia, timing, surprise, peer pressure, misunderstanding, and different assessments of the costs and benefits of change between management and employees. The document also provides examples of managing resistance through education, communication, participation, support, and negotiation. It includes quotes about forcing change and the need for continuous innovation and development in the UAE.
TOP-Change for the fifth technology revolutionLeon Dohmen
Theories and concepts concerning the best approach for organisational changes are in abundance. However, changes in organisations are still difficult and lead frequently to insufficient results. The reason for this is that almost all of the existing theories and conceptions concerning management of change have a very limited view.
This document discusses building a change-capable organization. It notes that coping with change is the top concern for CEOs and nearly 50% lack confidence in their organization's ability to manage changes. Additionally, two-thirds of organizations report being near or at a point of change saturation. The document proposes that developing change capabilities throughout an organization can help build responsiveness to change, which is a competitive advantage. It outlines PeopleFirm's strategy for building a change-capable organization based on growing resilient change capabilities, building expertise, embedding change into the culture, and tailoring the approach to each client's unique needs.
Portfolio management and agile: a look at risk and valueJohn Goodpasture
The document is a presentation about portfolio management and agile given to the PMI Central Florida Chapter. It discusses how portfolio value and risk trade-offs can be compatible with agile practices like dynamic backlogs and incremental plans. While portfolio value is planned, agile allows for emergent outcomes. The presentation addresses tensions between portfolio planning and agile emergence, and how portfolios and agile both address value and risk through diversification and frequent deliveries.
Nokia has continually adapted to changes in its environment over 150 years, beginning as a pulp and paper mill and eventually becoming a world leader in cellular telephones. A survey found that international expansion, restructuring, and employment reductions were common organizational changes occurring in the late 1980s and early 1990s across several countries. The process of organizational change involves three steps: unfreezing the current state, changing to a new state, and refreezing the changes into the new organizational system.
The document discusses managing organizational change and learning, including recognizing the need for change, diagnosing problems, selecting appropriate interventions, implementing changes through managing the transition and measuring results, and maintaining changes through establishing a learning organization and managing resistance to change. Key aspects of the change process include unfreezing old behaviors, moving to new behaviors, and refreezing the changes through reinforcement.
This document discusses frameworks for categorizing organizational change and the nature of change. It describes change as existing on a spectrum from smooth and incremental to discontinuous. Change can be planned and emergent, and organizations may go through predictable life cycle stages of growth involving crisis periods. Understanding the type and nature of change is necessary to effectively manage and implement change within an organization.
Organization development refers to planned efforts to increase organizational effectiveness through interventions that target structure, technology, and people. These interventions aim to support the organization's vision, mission and values through managed change using behavioral science. Organizational change requires addressing five elements - awareness, desire, knowledge, ability, and reinforcement (ADKAR model). Personal and work examples illustrate how successfully implementing change depends on progressing through each element of the ADKAR model in order.
The document discusses various approaches to leadership including: trait approaches that examine common traits of leaders; situational approaches that emphasize how leadership styles depend on decision-making situations; and more modern theories like transformational leadership, coaching, servant leadership, and entrepreneurial leadership. It provides insights into leadership theories and examines how the most effective leadership depends on assessing individual and situational factors.
This document discusses a study that aimed to identify the leadership behaviors that are most effective for implementing organizational change. The study found that behaviors like envisioning change, leading by example, developing others, consulting, and innovative thinking had the strongest correlations with effective change implementation. The results also indicated that leaders need to be flexible and select behaviors appropriate for their particular environment, whether it is turbulent or stable. Overall, the research emphasized that successful change management relies upon leaders communicating a clear vision and serving as a role model.
This document discusses a study that aimed to identify the most effective leadership behaviors for implementing organizational change. The study found that behaviors like envisioning change, leading by example, developing others, consulting, innovative thinking, and supporting others had the strongest correlations with effective change implementation. In contrast, behaviors like planning, monitoring, and risk-taking were among the least effective behaviors. The findings provide clarity on which specific leadership actions are most important for successfully engaging stakeholders through change initiatives.
The document outlines the activities and assignments for a course on strategic delivery of change. It includes:
- Two individual assignments focusing on changes in the student's organization and leadership.
- Two case studies on types of metaphors and the nature of change.
- Three class presentations on changes in Pakistan, force field analysis, and a failed change project.
- A final group project decided by each group regarding change management in their own organization.
- A final exam.
It provides updates on the due dates for assignments and presentations, including the final semester project presentations scheduled for January 5th and a tentative final exam date of January 12th.
This document provides an overview of change management concepts. It discusses what change is, types of change, forces of change, and what change management is. It describes Lewin's three-stage model of change - unfreezing, changing, and refreezing. It also discusses the systems approach to change management, which views change through inputs, target elements, and outputs in an organizational system. The key models and concepts around understanding and managing organizational change are presented.
This document discusses how building an organization capable of managing constant change is a top concern for CEOs. Nearly 50% of executives lack confidence in their organization's ability to adapt to changes and 50% feel their culture is not adaptive enough. While organizations are improving their ability to manage change, the speed and complexity of changes are increasing. PeopleFirm provides a proven strategy for organizations to build change capability through growing resilient change capabilities, embedding change expertise throughout the organization, focusing projects on enterprise change, and growing a change-competent workforce.
This document provides an overview of organizational change concepts from various frameworks and approaches. It discusses:
1. Key objectives in organizational change including programmatic change, developing the field of change management, and applying sensemaking frameworks.
2. The development of change management from initiatives like Kurt Lewin's work in the 1940s to modern consultants and theories.
3. Karl Weick's sensemaking framework which involves processes like identity construction, social sensemaking, and retrospection in decision making.
4. Different frameworks for understanding organizational change including scientific management, human relations, socio-technical systems theory, and contingency theory.
The document discusses managing organizational change through both planned and unplanned change, examines forces that drive change both internally and externally, and outlines Lewin's three-step change model of unfreezing, moving, and refreezing as well as various organizational development intervention methods focused on groups and individuals to facilitate change.
The document discusses trends among Polish youth based on a report from 2012. It notes that Polish youth grew up during a unique post-transformation period, with increased Western influences and a shift to post-modernity. While Polish youth have significant human capital potential, they also face challenges like prolonged youth and labor market difficulties. The document examines Polish youth's life orientations, internet usage, views on consumerism and intimacy, and their role in driving development or becoming a "lost generation." It also discusses the ACTA protests as a potential clash of generations.
The document summarizes a meeting of the National Cybersecurity Network focused on building partnerships between undergraduate cybersecurity programs, technology, big data, and evidence-based practices. The agenda included discussions on the national cybersecurity landscape, assessing priority areas, meeting regional workforce needs, and establishing industry partnerships. There were also presentations on building effective cybersecurity programs and connecting academic credit with work experience and certifications.
Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
Developing Metrics to Evaluate HRs Contribution to the Achievement of Organiz...Human Capital Media
When deployed properly, the human resources function should be a driver of organizational success. The measures and methods of tracking and managing HR activities are equally important as the activities themselves. Learn to develop and use the right metrics to prove HR’s impact on the bottom line and how technology makes this process easier to manage, and take a strategic approach to work to ensure that the HR activities are having their intended impact.
Join this webinar and discover how to:
Define various measures, methods, metrics and evaluation protocols.
Compare and contrast HR metrics and business metrics (HR metrics with a strategic linkage) to demonstrate the difference in how the value of HR activities can lead to productivity and profitability.
Use ROI/cost benefit protocols to determine the effectiveness of HR interventions.
Design and use technology tools to virtually automate data collection and analysis activities.
Utilize strategic management principles when developing and implementing HR activities to ensure organizational effectives by design.
The document discusses various aspects of organizational change including defining organizational change, change management, forms of change (planned, unplanned, radical, transformational), forces for change (external and internal), resistance to change and strategies for managing resistance. It also summarizes approaches to managing organizational change including Lewin's three step model, Kotter's eight step model, action research and organizational development. Finally, it discusses creating a culture for change and innovation in organizations.
Future leaders will succeed by being entrepreneurial and by rethinking the balance between financial and social goals. The developed world stands at the cusp of a major transformation unlike anything experienced since the Gilded Age. An examination of the Gilded Age offers two lessons for the coming disruption. First, managers must become entrepreneurial again: Number-crunching computers will replace number-crunching managers. Second, the new generation of managers must address the social challenges of the emerging disruption. Unlike the entrepreneurs of the Gilded Age, they should incorporate a social mission into their definition of business success, rather than making philanthropic gestures following the achievement of success.
This document provides an introduction to ITIL (Information Technology Infrastructure Library), which is a set of best practices for IT service management. ITIL aims to standardize IT service management across organizations. It covers the full lifecycle of IT services, including service strategy, design, transition, operation, and continual improvement. The document outlines the key components of ITIL, including service delivery, service support, configuration management, incident management, problem management, change management, release management, and financial management. It explains the purpose and processes involved in each component. The overall goal of ITIL is to help organizations effectively manage their IT infrastructure and deliver quality IT services.
The document summarizes six approaches to overcoming resistance to change: 1) Education and communication to provide information and address rumors, 2) Participation and involvement to gain buy-in, 3) Facilitation and support to help with adjustment problems, 4) Negotiation and agreement to address losses and incentivize acceptance, 5) Manipulation and co-option to symbolically involve resistors, and 6) Explicit and implicit coercion only as a last resort by linking acceptance to job security. The document also provides details on an upcoming exam covering all course material from a class on change, leadership, and culture.
The document discusses driving forces for change, defines the role of change agents, and identifies reasons for resistance to change. It also discusses how organizations can overcome resistance to change through education, communication, participation, support and other strategies. Key factors that drive change include technology, the workforce, economics, competition and social trends. Resistance stems from habits, fear of the unknown, and threats to power, expertise or resources.
Organizational change can face resistance from both individuals and the organization itself. Sources of individual resistance include habits, fear of the unknown, and threats to established power relationships, while organizational resistance stems from structural inertia and threats to expertise or resources. To minimize resistance, organizations should focus on clear communication, training, employee involvement, and stress management. Successfully implementing change also requires pilot programs, top management support, diffusion strategies, and evaluating results to stabilize changes.
The document discusses using an HR scorecard to measure HR performance and strategy. It explains that an HR scorecard is most useful when based on an HR strategy map that shows the links between objectives across four perspectives: input, activity, outcome, and business impact. Without a strategy map to provide context, an HR scorecard can confuse strategy and lead to misguided decisions if measures are not well aligned with objectives. The key is developing an HR strategy map first to identify the strategic activities, outcomes, and impacts of HR before defining scorecard measures.
ITIL v3 Foundation covers core concepts of ITIL including services, service management, processes, functions, roles, and the service lifecycle. Key concepts include service strategy, service design, service transition, service operation, and continual service improvement. The document summarizes several ITIL processes related to service transition including change management, service asset and configuration management, and release and deployment management.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
This document discusses Zara's supply chain and how it contributes to the company's success. It provides details on Zara's vertically integrated supply chain model, which allows it to bring designs to stores in just 2-3 weeks compared to the industry average of 6-9 months. Key aspects of Zara's supply chain include local sourcing, fast production times, mass customization, and using IT to share information. This vertical integration model helps Zara increase revenue through more fashionable and scarce products, while decreasing costs through factors like lower transportation and inventory costs.
The document discusses measuring the return on investment (ROI) of training programs. It outlines a 5-level model for evaluating training effectiveness and ROI: 1) reaction, 2) learning, 3) behavior, 4) business impact, and 5) ROI. The levels progress from immediate reactions to long-term business results. The document provides guidelines and examples for measuring outcomes at each level, including converting performance data to monetary values to calculate ROI. Key steps involve isolating the effects of training, tabulating program costs, and using the results to determine if the benefits of training outweigh the costs.
This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
1. Level 5 Leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2. First Who, Then What - Ensuring the right people are in leadership positions before deciding on strategies and goals.
3. Confront the Brutal Facts - Facing the current reality of the company's performance, both successes and failures.
4. The Hedgehog Concept - Having a simple, clear understanding of what the company excels at and should focus on.
5. A Culture of Discipline - Maintaining
Creative thinking skills for hr managers PPT SlidesYodhia Antariksa
This document provides an overview of creativity skills for HR managers. It discusses conceptual blocks to creativity such as constancy, compression, and complacency. The three components of creativity are expertise, motivation, and creative thinking skills. Tools for defining problems creatively include the Kipling method, problem statements, and challenge methods. Brainstorming, attribute listing, and visioning are presented as tools for generating new ideas. Finally, the document outlines characteristics that support an organizational climate conducive to creativity, such as risk-taking, open information sharing, and rewarding innovators.
E dward law built to change - mgmt reset neededNHRDN2011
The document discusses the need for management reset in response to changing business conditions. Key drivers include technological change, globalization, workforce changes, and increasing focus on social and environmental accountability. Organizations must move from episodic to continuous change approaches to remain agile. This involves embedding change capabilities, focusing on ambidexterity over efficiency, and decentralizing decision making. A sustainable management organization treats talent well through competency-based development and rewards, is guided by shared leadership, and uses performance management principles like balanced scorecards to integrate social and environmental goals.
E dward law built to change - mgmt reset neededNHRDN2011
The document discusses the need for management reset in response to changing business conditions. Key drivers include technological change, globalization, workforce changes, and increasing focus on social and environmental accountability. Organizations must move from episodic to continuous change approaches to remain agile. This involves embedding change capabilities, focusing on ambidexterity over efficiency, and decentralizing decision making. A sustainable management organization treats talent well through development and rewards, is guided by shared leadership, and uses performance management principles like balanced scorecards to track social goals.
1) The document discusses change management and organizational change, outlining various forces driving change, types of changes, and frameworks for managing change effectively.
2) It provides examples of managing change through Kotter's 8-step model and discusses techniques for each phase of Lewin's 3-step change model including unfreezing, changing, and refreezing.
3) A case example is presented on ICICI Bank's merger with Bank of Madura, highlighting the importance of change management for integrating the smaller bank.
Change Leadership Leading Significant ChangeTony Warner
This document discusses strategic change leadership. It provides several key points about the role of a strategic change leader:
1. A strategic change leader recruits people who are passionate about the vision, breathes life into the vision, models positive behaviors, and challenges others in an intellectually stimulating way.
2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership.
3. Strategic leadership is the ability to anticipate needs for change, envision possibilities, maintain flexibility and empower others to create strategic change through substance and process. This involves determining organizational purpose and vision, exploiting core competencies
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
This document discusses building board engagement by reframing the conversation around three modes of governance: fiduciary, strategic, and generative. The fiduciary mode focuses on stewardship, compliance, and oversight. The strategic mode emphasizes strategic partnership and planning. The generative mode aims to make sense of challenges, frame problems, and discover new opportunities. Effective boards maximize time spent in the strategic and generative modes by asking catalytic questions, creating space for reflection, and bringing in outside perspectives. The document also addresses ensuring balanced engagement between the board and CEO through transparency, collaboration, and mutual assessment.
1. The document evaluates Easy Mobile's change management process during an ERP implementation.
2. It identifies challenges like executive fatigue, limited change management scope, and late process champion identification.
3. Recommendations include communicating engagement duration upfront, extending due diligence to change management, and creating internal capacity to sustain communications.
Columbine how to use strategic internal communications to help employees embr...columbinecompany
The document discusses the importance of change management and strategic internal communications to help employees embrace change. It notes that change is constant yet unpredictable, and that people are less committed to companies than in the past. Effective change management is critical for organizations today to mitigate personnel risks and address how change affects individuals. Communication must provide clear direction during change, inform and empower employees, and foster engagement. The roles of leadership, communication, and addressing employee concerns are key factors for successful change management.
The document discusses the need for management innovation in organizations facing changing pressures from digitalization, resource adaptation, and humanization. It argues the current management model may no longer fully harness human potential and questions long-standing practices. Management innovation is presented as a new framework to substantially alter how management is carried out through novel principles, systemic changes, and ongoing rapid invention. Examples from Google and WL Gore are given of alternative approaches aimed at flexibility, variety, activism, meaning, and serendipity.
The document discusses organizational agility and how it is required for businesses to survive and thrive in fast-changing markets. Organizational agility is defined as a company's ability to rapidly change or adapt in response to market changes. It allows companies to react successfully to new competitors, technologies, or sudden shifts. Organizational agility has dimensions like strategic sensitivity, collective commitment, and resource fluidity. It is driven by emotional, organizational, cognitive, and relational factors. The document emphasizes that most companies fail not by doing wrong things, but by continuing to do things that were once right for too long.
HCC Demystifying Change Management Presentation 9.27.11The Hackett Group
This document provides an overview of change management for HR professionals. It discusses the psychology of change and how people resist change. It defines organizational change and change management, and outlines different change management models. The document also discusses assessing organizational readiness for change by analyzing employee reactions, readiness, and resistance. Managers play a key role in change by communicating the need for change and coaching employees. Readiness is assessed before, during and after change using surveys, interviews and observations.
The document discusses adoption and change execution as a way to improve project success rates and organizational performance. It notes that over half of IT and process initiatives fail due to issues like ineffective leadership, employee resistance, and poor planning. The document introduces PeopleFirm's adoption and change execution framework, which assesses readiness for change, develops customized implementation plans, executes change management strategies, and measures adoption success. The framework aims to engage leaders, align the organization, prepare stakeholders, and connect people to changes in order to realize the full value of initiatives and make changes stick long-term.
This document discusses change management and how to successfully implement organizational transformations. It provides three key points:
1) Change initiatives often fail because organizations do not win over employee commitment through an effective change management program. Employees experience psychological stages of denial, resistance, acceptance, and commitment to change.
2) Change management has both "hard" and "soft" sides - the hard side involves processes and strategies, while the soft side focuses on cultivating attitudinal changes to allow for successful implementation. Fear, loss of power, and social disruption are common triggers of employee resistance.
3) Effective communication is critical for change management success. Messages must be tailored to different audiences' stages of acceptance and address concerns to
Seven core factors are key to counteracting the frequently encountered pitfalls to change management. These include: clarity of purpose and direction; engagement of stakeholders; allocation of necessary resources; alignment of systems and processes; leadership commitment at all levels; effective two-way communication; and tracking of goals and progress. Addressing these factors helps ensure change initiatives stay on track.
This document discusses organizational change and related concepts. It defines organizational change as planned or unplanned transformations in an organization's structure, technology, or people. It distinguishes between first-order changes that are continuous, and second-order changes that involve major shifts. It also discusses the characteristics of change, reasons for change, levels of change, and sources and tactics for overcoming resistance to change. Common change management approaches like Lewin's three-step model, action research, and organizational development are summarized.
This innovation leadership study carried out jointly by IESE Business School and Capgemini Consulting is Capgemini’s third report in the innovation leader versus laggard series. It aims to understand how those leading and managing innovation in their organizations think about the innovation function and offers an insider perspective into both the formal and informal mechanisms for managing innovation. It covers five key areas that affect a company’s innovation success: the innovation function, innovation strategy and innovation governance (formal mechanisms), innovation leadership and innovation culture (informal mechanisms). The study offers a unique perspective by looking at the differences in behavior of innovation leaders versus laggards across these key areas - allowing to uncover good practices in managing innovation.
Solleva Group provides expertise in change management and helps organizations successfully implement changes. It uses a proven change management methodology combined with strategic communications, tools, and training. Solleva helps clients navigate change, sustain results long-term by integrating change management capabilities, and create infrastructure to support behavioral changes. Its approach provides flexibility to adapt to project realities.
This document summarizes the impact of AchieveMission's 2011-12 consulting initiatives and thought leadership activities. It reports that the Talent Initiative helped nonprofits strengthen leadership, build human capital management capacity, and increase perceived impact. Consulting clients reported sea changes in how they view human capital and strategic use of staff. Thought leadership activities included panels, case studies, and trainings to promote evidence-based human capital management practices in the social sector. The long-term goal is for these practices to become as widely accepted in nonprofits as logic models and strategic planning.
Similar to “Change management” - Irene Roele, Senior Fellow In Management, Manchester Business School (20)
Student Finance England provided a business update for the 2012-2013 academic year. Over 1.1 million applications were received and core operational targets were achieved, with over 91% of calls answered and over 99% of applications paid on time. New processes were introduced and customer satisfaction increased. For 2013-2014, applications are forecast to be similar to last year with 20% already received. Key upcoming challenges include new fee loans and part-time student volumes and processes. SLC's strategic priorities are sustaining operations, transforming systems and processes, managing change, serving customers, and responsible financial management.
The document proposes reforms to higher education reviews in the UK that focus quality assurance efforts where most needed and give students more power to hold universities accountable. Key proposals include retaining a universal review system but with significantly less frequent full reviews for providers with a strong track record; ending mid-cycle reviews and using a risk-based approach with reviews every 6 years for most institutions and every 4 years for newer schools. The QAA would also make greater use of existing data and concern reporting rather than annual reviews, and more closely partner with professional accrediting bodies.
OFFA's role is to promote and safeguard fair access to higher education for lower income and under-represented groups following the introduction of higher tuition fees. OFFA provides guidance to universities and colleges on developing access agreements and monitors agreements and outcomes. The 2014-15 guidance places an increased focus on evidence-based practices, evaluation of activities, demonstrating strategic approaches, greater challenges to institutions, growth in outreach activities, stronger collaboration, consideration of equality and diversity, incorporating student voice, and changes to the National Strategy for Access and Student Success.
The document provides an update on attendance monitoring and other issues from UKBA. It discusses a recent meeting between UKBA and higher education organizations where UKBA clarified their position on attendance monitoring and committed to forming a working group. It outlines principles that could guide attendance monitoring, including focusing on academic engagement and aligning processes with general student policies. The document also discusses upcoming changes to Tier 1 graduate entrepreneur and PhD extension visas and next steps regarding attendance monitoring principles.
The ARC Practitioner Group discusses policy and process issues related to subjects allied to medicine, nursing, and social work. It considers the demands of professional bodies that regulate these fields as well as accreditation requirements. The group includes representatives from the Nursing and Midwifery Council and Health & Care Professions Council. Over the last year, it discussed topics such as regulatory issues, data practices, student health, and training delivery methods.
The Academic Registrars Council Complaints and Appeals Practitioner Group was established to represent the higher education sector on issues relating to student complaints and appeals. The group provides guidance on best practices, produces publications on managing academic appeals and extenuating circumstances, and is currently working on guidance for postgraduate research and collaborative programs. It also aims to identify good practices to share and develop consistent recording of complaint and appeal information across institutions.
The Academic Registrars Council Postgraduate Practitioner Group's remit is to consider advice on all aspects of postgraduate matters, share best practices in administering and enhancing postgraduate programs, and enhance the postgraduate student experience. Recent meeting themes discussed included avoiding common mistakes with research students, graduate school models, the nature of the UK doctorate degree, skills training programs, and using surveys to improve postgraduate education.
The Assessment Practitioners Group meets twice a year and by email regularly to consider best practices in student assessment, assessment regulations and quality assurance, and to discuss national assessment issues. The group is chaired by Wendy Appleby and interacts with other practitioner groups, particularly around quality and standards issues. Topics of discussion include grade point averages, assessment malpractice, reasonable exam adjustments, and e-assessment.
The document summarizes challenges facing higher education in the UK, including unpredictable student numbers and government policy, the impact of student choice on universities, global competition and new digital providers, and the need for universities to adapt to economic and demographic changes through increased diversity, new roles, and cooperation.
The document summarizes the Annual Conference 2012 of the Academic Registrars' Council (ARC). ARC is a membership organization for Academic Registrars that aims to promote best practices, provide professional development, and represent its members. The conference introduced new members to ARC's purpose and activities. ARC is organized through an executive committee and practitioner groups. It provides career development opportunities for members through various events, forums, and peer support.
A presentation outlines a new risk-based approach to quality assurance in England. Key outcomes of the HEFCE consultation include longer six-year or shorter four-year review cycles based on institutional risk factors. Reviews will have greater transparency and be more tailored to individual institutions. The new approach focuses on continued enhancement and keeping students at the heart of quality assurance, while reducing unnecessary burden through a lighter-touch system relying more on risk triggers and the QAA Concerns Scheme. Implementation will begin in 2013 with the first reviews under the new method starting in early 2014.
1) The document discusses issues with the current HE data collection and reporting landscape in the UK. There is a lack of coordination between different data collectors, inconsistent definitions, and duplication.
2) It proposes several recommendations, including establishing governance for data exchange across the sector, developing common standards like a data model and lexicon, and creating an inventory of all data collections.
3) Improving data management within HE institutions is also key, as many schools have an incomplete picture of their own reporting requirements currently.
4) While establishing coordination and standards across the sector will be challenging given existing practices, it is an important opportunity that can help reduce burden through things like unique identifiers and shared services.
The document discusses the emerging regulatory environment in higher education in England. It outlines the government's policy drivers of creating a more open, dynamic and affordable system with more competition. It also discusses the challenges of uncertainty around issues like student number controls and future funding. Key projects of the Regulatory Partnership Group are outlined, including developing a new operating framework and financial memorandum to replace HEFCE's and provide accountability for all public funds. The replacement is planned for introduction in autumn 2013 after consultations.
The document summarizes data from the UCAS annual conference and exhibition in 2012. It provides statistics on:
1) Applicant and acceptance numbers for 2012 which showed declines compared to 2011, with total applicants down 7.1% and acceptances down 6.2%. UK applicants saw larger declines than EU or non-EU applicants.
2) Data on reapplicants showing over a quarter of younger UK reapplicants changed their mind about what/where to study. Mature UK reapplicants were least confident of being accepted.
3) Acceptance rates remained high for applicants with AAB and ABB A-levels, with the proportion of such applicants and acceptances increasing between 2008
3. Some issues in [Change] Management – plus
the jargon
• Does change management work?
• Types of change
• Towards a knowledge-based view of the organisation,
implications for Registry/Student Experience services
• Strategic Insight (sense making) and Strategic Execution
– “Awareness is only the beginning, of course. ........... But you shouldn’t expect immediate results”
(Bloom, Sadun and Van Reenen, 2012)
– The first question a data-driven organization asks itself is not “What do we think?” but “what
do we know”? ... It requires organisations to break a habit : pretending to be more data-driven
than they actually are. (McAfee & Brynjolffsen, 2012)
• Leadership implications: developing a ”second operating system” (Kotter, 2012)
• Communities of practice and the art of strategic conversation: driving strategy
into action
– Dynamic capabilities at IBM (Harreld et al, 2007)
• ‘It’s big data and analytics stupid’
Irene Roele 3
4. What the experts are saying
• “We can’t keep up with the pace of change, let alone
get ahead of it.” (Kotter, HBR, November 2012)
• “Change is not only dynamic, emergent and non-
linear, but also frustrating and daunting” (Balogun, 2006)
• “Poor management is rampant and most leaders of
poorly managed institutions are unaware of the
deficiencies”. (Bloom, Sadun and Van Reenen, 2012)
• Failure rates of up to 70% on change initiatives in
organisations (Kotter, 2012, Balogun, 2006; Beer and Nohria, 2000)
Irene Roele 4
5. Types of change
Extent of Change
Transformation Re-alignment
Incremental Evolution Adaptation
transformational change
less fundamental change
implemented gradually through
implemented slowly through
different stages and inter-
staged initiatives
related initiatives
Speed of
Change
Revolution Re-Construction
Big Bang transformational change that change undertaken to re-align
occurs via simultaneous the way the organization
initiatives on many fronts, and operates, but in a more
often in a relatively short dramatic manner than
space of time re-alignment. Often forced and
re-active
Irene Roele 5
(Adapted from Hope Hailey and Balogun, 2002)
6. Why do change management
initiatives so often fail?
• There remains an assumption that carefully developed plans will deliver
the expected results – and that the solution to unanticipated outcomes is
more and better planning.
– “This study is significant because it shows change to be an interpretive process.
Unanticipated outcomes cannot be accounted for purely in terms of in sufficient planning
and project management, as they arise from the way individuals “make sense” of
change interventions. Similarly, anticipated outcomes occur when individuals make
sense of interventions in a way that is consistent with those who designed them. Senior
managers therefore cease to be in direct control of the outcomes of change. Some
level of compliance can be forced through new structures, systems and roles, but
recipients still edit senior manager plans through their interpretations and their resulting
actions. Indeed, many sensemaking processes that shape individuals’ interpretations
occur out of the presence and control of senior managers. While change results from the
interaction between vertical (from senior managers to recipients) and lateral (inter-
recipient) sensemaking and sensegiving processes, most sense is made between
recipients through lateral and largely informal everyday conversational and social
practices, such as the behaviour of others, and storytelling and gossip” (Balogun, 2006)
Irene Roele 6
7. Exploring ‘long-term dilemmas’
Importance
High Low
High
SHORT-TERM
PRIORITIES
DILEMMAS
Urgency
TIME
STRATEGIC WASTERS
Low
(Adapted from Nigel Piercy, 1994, 2009)
Irene Roele 7
8. Typology of problems, power and authority
Increasing uncertainty
about solution to
problem
Wicked
LEADERSHIP
Ask Questions
Tame
MANAGEMENT
Organise Process
Increasing
Critical COMMAND requirement for
collaborative
Provide Answer compliance
Coercion Calculative Normative
Physical Rational Emotional
Irene Roele (Adapted from Grint, 2005) 8
9. The Full Thinking/Learning Board Model
Policy Review Cycle
Governance Business
Strategy
Review Brain
Review Cycle
Cycle
Supervising Management Strategic Thinking
Irene Roele
Operations Review Cycle
9
(Adapted from Garrat 2003 & 2005)
10. So what’s the fuss about ‘Big Data’ ?
• “The big data of this revolution is far more powerful than
the analytics that were used in the past” ... What we’re
seeing is not just flashy examples but a more fundamental
transformation of the economy. We’ve become convinced
that almost no sphere of business activity will remain
untouched by this movement.” (McAfee & Brynjolfsson, 2012)
• “If your organization stores multiple petabytes of data, if
the information most critical to your business resides in
forms other than rows and columns of numbers, or if
answering your biggest question would involve a
“mashup” of several analytical efforts, you’ve got a big
data opportunity.” (Davenport and Patil, 2012)
Irene Roele 10
11. So what’s fuss about ‘Big Data’ ?
• What’s different this time?
– Volume
– Velocity
– Variety
• “The structured databases that stored most corporate information until
recently are ill suited to storing processing big data. At the same time, the
steadily declining costs of all the elements of computing – storage, memory,
processing, bandwidth and so on – mean that previously expensive data-
intensive approaches are quickly becoming economical.”
(McAfee and Brynjolfsson, 2012)
Irene Roele 11
12. Big data: the managerial challenges
• Organisational structure and culture implications – “starting with the role of
the senior executive team.”
– ‘muting the HiPPOS’ (highest-paid person’s opinion relying too much on experience and
intuition and not enough on data). Knowing what questions to ask becomes even more critical
– “What do the data say?”
– “Where did that data come from?”
• Leadership
• Talent Management
– ‘Data Scientists: The Sexieist Job of the 21st Century’
– ‘Knowledge Orchestrators’ – a key source of competitive advantage
• Technology
• Decision making
• Company culture
(adapted from McAfee and Brynjolfsson, 2012; Davenport and Patil, 2012, Mc Gee, 2003 and 2007)
Irene Roele 12
13. Two comments on change by ‘the guru’s guru’
1. Do not wait for others in the business to start
changing things. Go and do it yourself.
2. Never forget that everyone in the business is
interconnected, that they are all operating as
part of a system, that tinkering with one part
of the company is never really enough, and
may even make things worse. You need to see
the business as a whole, as a complete system,
if you want to make lasting improvements to it
Irene Roele (Russ Ackoff 2006) 13
14. Recommended reading
• Ackoff R, Addison H and Bibb S (2006), Management f-Laws
• Balogun J, 2006, Managing Change: Steering a Course between Intended Strategies and Unanticipated
Outcomes, Long Range Planning
• Bloom N, Sadun R and Van Reenen J, 2012, Does Management Really Work?, Harvard Business Review
• Brynjolfsson E and McAfee A (2011), Race against the machine – How the Digital Revolution is
Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the
Economy
• Brynjolfsson E and McAfee A, 2012, Winning the Race With Ever-Smarter Machines, Sloan
Management Review
• Davenport T H and Patil D J, 2012, Data Scientist: The Sexiest Job of the 21st Century, Harvard Business
Review
• Grint K, 2010, The cuckoo clock syndrome: addicted to command, allergic to leadership, European
Management Journal
• Harreld J B, O’Reilly C A and Tushman M L, 2007, Dynamic Capabilities at IBM: Driving Strategy into
Action, California Management Review
• Kotter J, 2012, Accelerate: How the Most Innovative Companies Capitalize on Today’s Rapid-Fire
Strategic Challenges – And Still Make Their Numbers, Harvard Business Review
• McAfee A and Brynjolfsson E, 2012, Big Data: The Management Revolution, Harvard Business Review
• Mintzberg H (2009), Managing, FT Prentice Hall
• Rumelt R, 2011, “Good Strategy/Bad Strategy – and Why it Matters”, Profile Books
Irene Roele 14
Editor's Notes
Reflections on Change Mgt – having worked in it for several years and especially last 18 months of intensive work/facilitation with a number of organisations What I hear yesterday echoes with what I’m hearing across all sectors: public and for-profit: Tesco, Thales, UU FTN (NHS), GP Commissioning, MoD ‘Jumping slides’ The slides are my notes – so apologies for small print
I think it’s worth mentioning my experience here, working with SLTs on Strategy and Change etc.“This study is significant because it shows change to be an interpretive process. Unanticipated outcomes cannot be accounted for purely in terms of in sufficient planning and project management, as they arise from the way individuals “make sense” of change interventions. Similarly, anticipated outcomes occur when individuals make sense of interventions in a way that is consistent with those who designed them. Senior managers therefore cease to be in direct control of the outcomes of change. Some level of compliance can be forced through new structures, systems and roles, but recipients still edit senior manager plans through their interpretations and their resulting actions. Indeed, many sensemaking processes that shape individuals’ interpretations occur out of the presence and control of senior managers. While change results from the interaction between vertical (from senior managers to recipients) and lateral (inter-recipient) sensemaking and sensegiving processes, most sense is made between recipients through lateral and largely informal everyday conversational and social practices, such as the behaviour of others, and storytelling and gossip” (Balogun, 2006)
This is from EMJ, 2010, Keith Grint’s “The cuckoo clock syndrome: addicted to command, allergic to leadership”, obviously citing an earlier construct. “..the paper considers the extent to which we remain favourably inclined towards, if not actually addicted to, configuring the world in particular ways – as either one of permanent crises, where the only viable responses are decisive commands; or permanent tame problems, where the only viable responses are to keep rolling out the same process that led you into problem in the first place; or permanent wicked problems, where the only viable response is to delay decision-making while you engage in yet more consultation and collaboration.. These three elegant responses are actually ideal types in the Weberian sense, rather than empirically common processes, but the typology is useful to open the debate.. That is, they are archetypal tendencies not iron laws but nevertheless they remain extraordinarily difficult to displace. Of course, not every situation is a crisis or is constituted as a crisis by the decision-makers, but this tendency to assume that most things either are crises, or don’t get addressed until they become one, seems particularly appropriate intthe current climate and as a backdrop to our apparent inability to address very complex issues in any way other than through command and control.”